Change Management

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A discussion on how change should be handled in any organization …

A discussion on how change should be handled in any organization

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  • 1. Change Management
  • 2. Contents of the Report
    • Change & Change Management Defined
    • Why Study Change?
    • Drivers of Change
    • Barriers to Change
    • Analyzing your organization for change readiness
    • Change Solutions
  • 3. Definition of Change
      • to make different in some particular
      • to make radically different
      • to give a different position, course, or direction to
      • to replace with another
      • to make a shift from one to another
      • to exchange for an equivalent sum or comparable item
      • to undergo a modification of
      • to undergo transformation, transition or substitution
  • 4. Change Management
    • From the meaning of the two root words,
    • change management can be explained as
    • the process of developing a planned
    • approach to change in an organization
  • 5. Why Study Change?
  • 6. Why study Change?
  • 7. Sigmoid Curve
    • A Sigmoid curve is an
    • S-shaped graph that
    • represents any event in
    • an organization over a
    • period of time, from
    • birth to death
  • 8. 3 Phases of the Sigmoid Curve
    • Beginning
    • Development
    • Transformation
  • 9. Drivers of Change Status Quo External Pressures Poor Performance Internal Dissatisfaction
  • 10. External Pressures
      • Changes introduced by competitors
      • Change brought about by political or economic circumstances
      • Changes in marketplace perceptions
      • Technological change
  • 11. Poor Performance
    • Not producing enough financial surplus or failing to control costs within budget sets
    • Allowing costs to increase out of control
    • Failing to achieve sales/income or output targets
    • Increasing customer complaints
  • 12. Internal Dissatisfaction
    • Development of pay conditions
    • Operational processes
    • Old or new equipment
    • Policy changes
    • Specific individuals, or groups of employees
    • others
  • 13. Barriers to Change
    • Organizational Barriers
    • Individual Barriers
  • 14. Drivers of Change Status Quo Ingrained Culture Inappropriate Structures Poor Communications Unclear Objectives People Perceptions
  • 15. Organizational Barriers
    • Unclear Objectives
    • Inappropriate Structures
    • Poor Communications
  • 16. Individual / People Barriers
    • Individual Perceptions
      • Fear of the Unknown
      • Perceived Benefits
      • Parochialism
      • Trust
      • Dealing with people perceptions
    • Ingrained Culture
  • 17. Analyzing your Organization
  • 18. Organizational Culture
    • National or regional
    • Corporate or organizational
    • Professional
  • 19. Where to look when Investigating your company’s Culture
    • Historical perspectives
    • Control characteristics
    • Communication systems
    • Image
    • People systems
  • 20. Implementing Change
  • 21. Skills Needed to Implement Change Successfully
    • Political Skills
    • Analytical Skills
    • People Skills
    • System / Technical Skills
    • Business Skills
  • 22. Change Management Strategies People oppose disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old to the new one Environmental-Adaptive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority. Power- Coercive People are social beings and will adhere to cultural norms and values. Change is based on redefining existing norms and values, and developing commitments to new ones. Normative-Reeducative People are rational and will follow their self-interest. Change is based on the communication of information and the proffering of incentives. Empirical- Rational Description Strategy
  • 23. Factors in Selecting a Change Strategy
    • Degree of Resistance
    • Target Population
    • The Stakes
    • The Time Frame
    • Expertise
    • Dependency
  • 24. Miscellaneous Tips on Handling Change
    • Jump in
    • A clear sense of mission or purpose is essential.
    • Build a team
    • Maintain a flat organizational team structure and rely on minimal and informal reporting requirements.
    • Pick people with relevant skills and high energy levels
    • Toss out the rulebook
    • Shift to an action-feedback model
    • Set flexible priorities
    • Treat everything as a temporary measure
    • Ask for volunteers
    • Give the team members whatever they ask for — except authority
    • Concentrate dispersed knowledge
  • 25. -The End-